Maturidade organizacional em inteligência competitiva: o caso de uma instituição financeira brasileira

Abstract

Generally, organizations have in some way, a system for capturing, processing and dissemination of information. In some, this system is informal while in others it is more formalized and potentially more sophisticated. This study aims to characterize the general elements and identify the level of maturity in the use of Competitive Intelligence System of a financial institution in an emerging country, according to the model of Rodrigues and Riccardi (2007), which classifies such maturity into five levels: Informal, Formal, Disciplined, Controlled and Optimized. Each maturity level has essential features, and its identification in Competitive Intelligence System is that it allows the assignment of the level of maturity. The normalization of Competitive Intelligence process and orientation of Information Technology for Competitive Intelligence are the two main features that enable the formalization of the use of Competitive Intelligence. Other characteristics relate to specialization of activities, with regard to the integration of processes, assessment and audit of product and process, innovation and entrepreneurship and knowledge management. The most relevant uses of the products of Competitive Intelligence concerning the production of grants for the formulation of strategies and decision making. The higher the level of system maturity, the greater the competitive capacity of the organization in light of information provided. For this study, the method chosen was the case study, which includes the planning, data collection techniques and approaches for data analysis. Four distinct areas of business were surveyed: Marketing, Security, International Relations and Risk Management of Assets. From the model of Rodrigues and Riccardi (2007), two areas showed Level 1 - Informal, and other two areas showed Level 2 - Formal. Found in areas where formal level, the product of Competitive Intelligence is more articulate and better meets the needs of their users. In contrast, in areas where it was found at an informal level, the influence of the product of Competitive Intelligence in decision making and formulation of strategies is low. This study demonstrated the applicability of the maturity levels in empirical studies and contributed to the understanding of the operating characteristics of Competitive Intelligence Systems in organizations.